Training

Kirkpatrick’s four levels of evaluation model The four levels of Kirkpatrick's evaluation model essentially measure:     Reaction of Garments Worker - what they thought and felt about the training Learning - the resulting increase in knowledge or capability Behavior - extent of behavior and capability improvement and implementation/application Results - the effects on the business or environment resulting from the worker's performance All these measures are recommended for full and meaningful evaluation of learning in organizations, although their application broadly increases in complexity, and usually cost, through the levels from level 1-4. Kirkpatrick’s four levels of training evaluation This grid illustrates the basic Kirkpatrick structure at a glance. The second grid, beneath this one, is the same thing with more detail. level evaluation evaluation type (what description and is characteristics measured) 1 Reaction Reaction evaluation is how the delegates felt about the training or learning experience. examples of evaluation tools and methods relevance and practicability 'Happy sheets', feedback forms. Verbal reaction, post-training surveys or questionnaires. Quick and very easy to obtain. Not expensive to gather or to analyze. 2 Learning Learning evaluation is the measurement of the increase in knowledge - before and after. Typically Relatively simple to set assessments or tests up; clear-cut for before and after the quantifiable skills. training. Less easy for complex Interview or learning. observation can also be used. Observation and interview over time are required to assess change. on subjective personal reaction to the training Very easy to obtain experience. relevance of change. and examples of tools and methods. and particularly the modern-day interpretation of the Kirkpatrick learning evaluation model. Measurement of behavior change typically requires cooperation and skill of line-managers. Can be done immediately the Feedback forms based training ends. reaction feedback Verbal reaction which can be noted and analyzed.3 Behavior Behavior evaluation is the extent of applied learning back on the job . This diagram is the same format as the one above but with more detail and explanation: evaluation evaluation description level and and characteristics type 1. 4 Results Results evaluation is the effect on the business or environment by the worker. Reaction Reaction evaluation is how the delegates felt. Individually not difficult. Measures are already in place via normal management systems and reporting . Process must attribute clear accountabilities. Post-training surveys or questionnaires. unlike whole organization. implications.implementation. and their personal reactions to the training or learning experience. Kirkpatrick’s four levels of training evaluation in detail This grid illustrates the Kirkpatrick's structure detail. Feedback is not expensive to gather or to analyze for groups. Important to know that people were not Online evaluation or . usage. and sustainability of change.the challenge is to relate to the worker. for example: Did the worker like and enjoy the training? Did they consider the training relevant? examples of evaluation tools and methods relevance and practicability Typically 'happy sheets'. Highly relevant and clear-cut for certain training such as quantifiable or technical skills. but more investment and thought required than reaction evaluation. upset or disappointed.Was it a good use of their time? grading by delegates. clear scoring and measurements need to be established. . Level of effort required to make the most of the learning. Less easy for more complex learning such as attitudinal development. Measurement and analysis is possible and easy on a group scale. Learning Learning evaluation is the measurement of the increase in knowledge or intellectual capability from before to after the learning experience: Typically assessments or tests before and after the training. which increases work required to measure and analyze. domestics. Relatively simple to set up. Interview or observation can be used before and after although this is timeDid the workers learn what consuming and can be intended to be taught? inconsistent. this is famously difficult to assess. Cost escalates if systems are poorly designed. experience to others who might be Ease and comfort of deciding whether to experience. Reliable. in the direction or area that was intended? Methods of assessment need to be closely related to the aims of the learning. so as to limit the risk of inconsistent assessment. experience same. impression when relating their Level of participation. timing. Did the worker experience what was intended for them to experience? What is the extent of advancement or change in the workers after the training. Perceived practicability and potential for applying the learning. 2. Subsequent verbal or Did they like the venue. delegates to managers give a positive etc? back at their jobs. the written reports given by Important that people style. skill level? Evaluation of implementation and relevant indicator. Cooperation and skill of observers. Would the worker be able to transfer their learning to The opinion of the another person? worker. which is a Is the worker aware of their change in behavior. 3.Hard-copy. Assessments need to be subtle and ongoing. and then transferred to a suitable analysis tool. Arbitrary snapshot assessments are not reliable because people change in different ways at different times. relevance of change. Measurement of behavior change is less easy to quantify and interpret than reaction and learning evaluation.there is to be measured in a little point in a good consistent defined way. and this can be immediately and several months after the training. reaction and good increase in capability 360-degree feedback is if nothing changes useful method and need back in the job. respondents can make a . knowledge. depending on the situation: Did the workers put their learning into effect when back on the job? Were the relevant skills and knowledge used Was there noticeable and measurable change in the activity and performance of the workers when back in their roles? Observation and interview over time are required to assess change. and sustainability of change. and virtually impossible without a welldesigned system from the beginning. and so needs assessment . Behavior Behavior evaluation is the extent to which the workers applied the learning and changed their behavior. typically line-managers. Simple quick response systems unlikely to be adequate. is application is an also subjective and extremely important unreliable. which is a Was the change in behavior variable factor that can and new level of affect reliability and knowledge sustained? consistency of measurements. and difficult to control. because in this area is vital. not be used before therefore evaluation training. online or interview style assessments are all possible. are important factors. electronic. Management and analysis of ongoing subtle assessments are difficult. Assessments need to be designed to reduce subjective judgment of the observer or interviewer. Behavior change evaluation is possible given good support and involvement from line managers or workers. Online and electronic assessments are more difficult to incorporate assessments tend to be more successful when integrated within existing management and coaching protocols. across an entire organization it becomes very much The challenge is to more challenging. 4. which links to the level 4 evaluations below. using carefully designed criteria and measurements. and this can be analyzed for groups of respondents and workers. not identify which and how least because of the relate to to the worker's reliance on lineinput and influence. percentages. Measures would typically be business or organisational key performance indicators. such as: Volumes. and other quantifiable aspects of organisational performance. values. responsibilities and and relevance with the roles. Individually. Assessments can be designed around relevant performance scenarios. Results Results evaluation is the effect on the business or environment resulting from the improved performance of the worker . and to identify benefits for them. return on investment. so it is helpful to involve them from the start.it is the acid test. management. for instance. and the frequency and scale Therefore it is of changing important to identify and agree accountability structures. and specific key performance indicators or criteria. so they process of attributing understand what is to . albeit challenging. timescales.judgment as to change after training. results evaluation is not particularly difficult. Self-assessment can be useful. which worker at the start of complicates the the training. It is possible that many of these measures are already in place via normal management systems and reporting. namely ROI (Return on Investment). were planned and managed according to Kirkpatrick's model. have referred to a possible fifth level. be measured. and thereby their ongoing people-development. In my view ROI can easily be included in Kirkpatrick's original fourth level 'Results'. wastage. failures. retention. external factors greatly affect organizational and business performance. other theorists (for example Jack Phillips). etc. indeed most organizations would be absolutely thrilled if their training and learning evaluation. attrition. Failure to link to training input type and timing will greatly reduce the ease by which results can be attributed to the training. quality ratings. The inclusion and relevance of a fifth level is therefore arguably only relevant if the assessment of Return on Investment might otherwise be ignored or forgotten when referring simply to the 'Results' level. Also. annual appraisals and ongoing agreement of key business objectives are integral to measuring business results derived from training. This process overlays normal good management practice it simply needs linking to the training input.numbers of complaints. Learning evaluation is a widely researched area. clear accountability. This is understandable since the subject is fundamental to the existence and performance of education around the world. which of course contain most of the researchers and writers. . staff turnover. which cloud the true cause of good or poor results. for most industrial and commercial applications it suffices. and indeed Kirkpatrick himself. Since Kirkpatrick established his original model. achievement of standards and accreditations. growth. not least universities. For senior people particularly. noncompliance. While Kirkpatrick's model is not the only one of its type.